Given our specialism, it isn't surprising that this question is asked of us by many clients and contacts. What is the best way to initiate organisational change?
This article describes a way of combining 'top-down' change with 'network-driven' change. It's critical to understand the different roles here:
Senior leaders are best placed to drive, inspire, give meaning to and make sense of the changes given their holistic perspective.
Management are best placed to champion, refine, test and execute through pragmatism and have a better understanding of the day-to-day application of the change.
Using a combinatorial approach to any organisational change is the key, and ensuring everyone is able to adapt when necessary.
Find out more about our organisational change services here.
Change processes initiated by middle management and executed by top management showed the highest employee support for change. In effective change, middle management is feeding the change process with pragmatic and grounded initiatives. Meanwhile top management continuously engages with change execution making sense of new experiences, and framing and reframing the changes, selectively stimulating and slowing down initiatives. They actively manage meaning in the change process so as to keep the idea driving the change alive and agile. While top management can champion it, initiatives of middle management explore the idea and help to test, refine, and adapt it over time, carefully leading the organization to a future that is different from what it could envision before.